The analysis of organizational goals, constraints, and trade-offs should drive the organizational change towards continuous software engineering. One powerful tool in coordinating an organization, and making goals clear is to break-down goals into measurable effects or metrics. This requires a number of steps. The terms "value", "efficiency", or "effectiveness" need to be defined for each part of the organization [1]}. These definitions need to be coordinated and streamlined - in essence shared. Then, metrics on how to ascertain level of success have to be detailed very early. How to measure if you are improving towards a goal is a prerequisite before adopting any treatment or change. For example, if you say a specific practice or set of practices should be realized to improve customer value, what type of customer value, and how do you measure it? This analysis would also pinpoint bottlenecks, inefficiencies, and areas of improvement, in addition to acting as a coordinating force as an organization realizes changes. You need to be able to measure benefits of a change as well as you measure the cost of said change.
